A workshop designed to help businesses identify the real learning needs that will assist them achieve business goals. For business people and/or learning professionals.

1. Training Needs Identification Workshop

2. Purpose of this workshop
2
• This workshop is organised for Felda-Johore
Bulkers
– streamline its learning and development (L&D)
activities,
– optimize L&D budget and other resources,
– Improve individual and organizational performance

3. Outcome of this workshop
3
• Identify the business outcome of their Company, Department
and/or Unit
• Identify the learning needs of their Company, Department, and/or
Unit
• Identify Competencies required to achieve business outcome
• Identify the Learning Gaps and Needs for the team members and
themselves
• Develop a Professional Development Plan for each learning needs
• Develop learning metrics to measure progress for each team
member

4. Before we start...
• Refreshments
• Lunch
• Safety
• Requirements
• Mobile phones

5. 5
What is a Parking Lot?
• Sometimes, discussion topics will arise that may be more appropriately
covered in another section or discussed off-line
• We’d like to introduce you to a concept called the “Parking Lot”
• This is an area where we can “park” issues that we will either return to
later or discuss off-line
• Benefits of the parking lot?
– We have a lot to cover, this helps us all stick to the schedule
– It keeps us on track and ensures we get through the content and
learning that is to be covered during the training
– It ensures that the matters that are raised are recorded and dealt with
later or off-line

6. 6
Ground Rules
• Turn off mobile phones
• Turn pagers to silent mode
• Listen when others speak
• Respect each other’s opinion and view points
• Don’t be afraid to ask questions

7. Can we start…?
7

8. INTRODUCTION
“The day we screw up the people thing, this
company is over.”
Jack Welch – retired CEO of General Electric.
During Jack Welch’s tenure as Boss, GE’s
market capitalization rose by some USD$450
billion.

9. Purpose of Learning in an
Organisation
Learning & Development activities should resolve business issues so
that business can achieve business outcomes.
Learning & Development Activities should provide employees the
necessary knowledge, skills, & mindset for them to perform their
functions & activities that will achieve the desired goals.
Learning & Development are measured based on the growth of the
business.
Learning & Development should not be a “stand alone” “do it for
the sake of doing it” activities.

10. The Future…
Or is it the Present…?
10

11. (1)
Establish
Business
Outcomes
(2)
Establish
Activities to
Achieve
Business
Outcomes
(3)
Ascertain
Organizational &
People
Capabilities
(4)
Establish
Learning
Outcomes
(5)
Implement
Learning
Activities
Continuous
Process
Improvement
Learning
Governance
/ Council
Learning &
Performance
Management
Systems
Strong
Leadership
Continuous
Learning &
Developing
•What do we want MORE of
i.e. revenue, business, profit
•What do we want LESS of i.e.
costs, losses, turnaround time.
•It is important that these are
the activities that can help you
achieve your business goals.
The organizational/people
capabilities should not be the
basis to decide the activities
ESTABLISHING ORGANIZATIONAL CAPABILITIES
•Based on the activities that are required,
ascertain whether there are necessary knowledge,
skills and attributes to perform those activities
•If there are gaps
between what is
required and what is
available, learning
activities need to be
established. These
learning outcomes
should link directly to
the business
outcomes.
•Learning activities
need not be training.
It can be coaching, on-
the-job learning,
reading a book, asking
fellow colleagues /
expert.

12. (1)
Establish
Business
Outcomes
(2)
Establish
Activities to
Achieve
Business
Outcomes
(3)
Ascertain
Organizational &
People
Capabilities
(4)
Establish
Learning
Outcomes
(5)
Implement
Learning
Activities
Continuous
Process
Improvement
Learning
Governance
/ Council
Learning &
Performance
Management
Systems
Strong
Leadership
Continuous
Learning &
Developing
•What do we want MORE of
i.e. revenue, business, profit
•What do we want LESS of i.e.
costs, losses, turnaround time.
•It is important that these are
the activities that can help you
achieve your business goals.
The organizational/people
capabilities should not be the
basis to decide the activities
ESTABLISHING ORGANIZATIONAL CAPABILITIES
•Based on the activities that are required,
ascertain whether there are necessary knowledge,
skills and attributes to perform those activities
•If there are gaps
between what is
required and what is
available, learning
activities need to be
established. These
learning outcomes
should link directly to
the business
outcomes.
•Learning activities
need not be training.
It can be coaching, on-
the-job learning,
reading a book, asking
fellow colleagues /
expert.

13. Identify the Organizational Business
Outcome
BUSINESS GOALS AND CHALLENGES
IDENTIFY KEY RESULTS AREAS TO BE ACHIEVED
IDENTIFY KEY PERFORMANCE
DEFINE KEY JOB OUTPUTS • Look at your
Business
Plans and KPI
• Can be single
team unit, or
• Cross
functional
team

14. More or Less???
More Less
Turn-Around-
Time
Loss
Cost
Market Share
Revenue
Profit
15
Anda mempunyai 30
minit untuk
melakukan TUGASAN
ini.
Selepas tu, kongsi
tugasan anda kepada
kumpulan lain.

15. Let’s have ….
16

16. (1)
Establish
Business
Outcomes
(2)
Establish
Activities to
Achieve
Business
Outcomes
(3)
Ascertain
Organizational &
People
Capabilities
(4)
Establish
Learning
Outcomes
(5)
Implement
Learning
Activities
Continuous
Process
Improvement
Learning
Governance
/ Council
Learning &
Performance
Management
Systems
Strong
Leadership
Continuous
Learning &
Developing
•What do we want MORE of
i.e. revenue, business, profit
•What do we want LESS of i.e.
costs, losses, turnaround time.
•It is important that these are
the activities that can help you
achieve your business goals.
The organizational/people
capabilities should not be the
basis to decide the activities
ESTABLISHING ORGANIZATIONAL CAPABILITIES
•Based on the activities that are required,
ascertain whether there are necessary knowledge,
skills and attributes to perform those activities
•If there are gaps
between what is
required and what is
available, learning
activities need to be
established. These
learning outcomes
should link directly to
the business
outcomes.
•Learning activities
need not be training.
It can be coaching, on-
the-job learning,
reading a book, asking
fellow colleagues /
expert.

17. Workshop Challenge # 1

18. Identify Activities required to achieve
business outcome
19
People
ProductProcess

19. (1)
Establish
Business
Outcomes
(2)
Establish
Activities to
Achieve
Business
Outcomes
(3)
Ascertain
Organizational &
People
Capabilities
(4)
Establish
Learning
Outcomes
(5)
Implement
Learning
Activities
Continuous
Process
Improvement
Learning
Governance
/ Council
Learning &
Performance
Management
Systems
Strong
Leadership
Continuous
Learning &
Developing
•What do we want MORE of
i.e. revenue, business, profit
•What do we want LESS of i.e.
costs, losses, turnaround time.
•It is important that these are
the activities that can help you
achieve your business goals.
The organizational/people
capabilities should not be the
basis to decide the activities
ESTABLISHING ORGANIZATIONAL CAPABILITIES
•Based on the activities that are required,
ascertain whether there are necessary knowledge,
skills and attributes to perform those activities
•If there are gaps
between what is
required and what is
available, learning
activities need to be
established. These
learning outcomes
should link directly to
the business
outcomes.
•Learning activities
need not be training.
It can be coaching, on-
the-job learning,
reading a book, asking
fellow colleagues /
expert.

20. Competency
The required
Attitude (Affective)
Skills (Psychomotor) &
Knowledge (Cognitive)
to perform a job at the optimal level (to the
expected standard)

21. Job Competencies Profiling is a
structured approach to assessing
competencies
• A Job Competencies Profile is a simple format
for depicting types and levels of competencies
–required by specific jobs (JOB PROFILE)
–possessed by individuals (PERSON PROFILE)

22. Competency
(Various definitions)
• The ability to perform a task
e.g. Bake a cake; Light up a furnace
• The ability to produce a result or an output
e.g. increase market shares; recruit staff

23. Competency
(Various definitions)
• The ability to fulfil work objectives
through a combination of knowledge,
skills, attitudes, attributes and values
e.g. Honesty and Integrity

24. Competencies
Functional and Developmental Capability
Developmental Capability
Functional
Capability
(1)
Personal
Effectiveness
(2)
Relating to
Others
(3)
Managing
Work
(4)
Business
Savvy
(5)
Leading
Others
25

25. Competencies
Functional and Developmental Capability
Developmental Capability
Functional
Capability
(1)
Personal
Effectiveness
(2)
Relating to
Others
(3)
Managing
Work
(4)
Business
Savvy
(5)
Leading
Others
26
Kenal pasti pengisian Competency pada
setiap bidang.
Kemudian kongsi kepada kelas.

26. Agenda for today
27
TIME SESSION
08:30 – 09:00 Arrival of Participants
09:00 – 09:10
HSE Briefing
Bacaan Doa
09:10 – 09:20 Welcoming Remarks by FJB
09:20 – 09:45 Learning & Development: Way Forward
09:45 – 10:30 Identify the Organizational Business Outcome
10:30 – 10:45 NETWORKING COFFEE BREAK
10:45 – 12:00 Identify Activities Required to achieve Business Outcome
12:00 – 13:00 Identify Competencies required to achieve business outcome
13:00 – 14:00 POWER LUNCH & SOLAT ZOHOR
14:00 – 15:00 Identify the learning needs of the Organization
15:00 – 16:00 Identify the Learning Gaps and Needs for the team members
16:00 – 17:00 Develop a Professional Development Plan for each learning needs
17:00 – 17:30 Develop Learning Metrics
17:30 Workshop Ends

28. (1)
Establish
Business
Outcomes
(2)
Establish
Activities to
Achieve
Business
Outcomes
(3)
Ascertain
Organizational &
People
Capabilities
(4)
Establish
Learning
Outcomes
(5)
Implement
Learning
Activities
Continuous
Process
Improvement
Learning
Governance
/ Council
Learning &
Performance
Management
Systems
Strong
Leadership
Continuous
Learning &
Developing
•What do we want MORE of
i.e. revenue, business, profit
•What do we want LESS of i.e.
costs, losses, turnaround time.
•It is important that these are
the activities that can help you
achieve your business goals.
The organizational/people
capabilities should not be the
basis to decide the activities
ESTABLISHING ORGANIZATIONAL CAPABILITIES
•Based on the activities that are required,
ascertain whether there are necessary knowledge,
skills and attributes to perform those activities
•If there are gaps
between what is
required and what is
available, learning
activities need to be
established. These
learning outcomes
should link directly to
the business
outcomes.
•Learning activities
need not be training.
It can be coaching, on-
the-job learning,
reading a book, asking
fellow colleagues /
expert.

29. (1)
Establish
Business
Outcomes
(2)
Establish
Activities to
Achieve
Business
Outcomes
(3)
Ascertain
Organizational &
People
Capabilities
(4)
Establish
Learning
Outcomes
(5)
Implement
Learning
Activities
Continuous
Process
Improvement
Learning
Governance
/ Council
Learning &
Performance
Management
Systems
Strong
Leadership
Continuous
Learning &
Developing
•What do we want MORE of
i.e. revenue, business, profit
•What do we want LESS of i.e.
costs, losses, turnaround time.
•It is important that these are
the activities that can help you
achieve your business goals.
The organizational/people
capabilities should not be the
basis to decide the activities
ESTABLISHING ORGANIZATIONAL CAPABILITIES
•Based on the activities that are required,
ascertain whether there are necessary knowledge,
skills and attributes to perform those activities
•If there are gaps
between what is
required and what is
available, learning
activities need to be
established. These
learning outcomes
should link directly to
the business
outcomes.
•Learning activities
need not be training.
It can be coaching, on-
the-job learning,
reading a book, asking
fellow colleagues /
expert.

30. What Is a Needs Assessment?
Needs
assessment and
analysis are data
collection
processes used
to specify
problems and to
determine
solutions.

31. How to Collect Data?
• Interviews
• Focus Groups
• Questionnaires
• Observations
• Performance Data
Reviews
• Informal Discussions
• Knowledge Tests

32. Agenda for today
33
TIME SESSION
08:30 – 09:00 Arrival of Participants
09:00 – 09:10
HSE Briefing
Bacaan Doa
09:10 – 09:20 Welcoming Remarks by FJB
09:20 – 09:45 Learning & Development: Way Forward
09:45 – 10:30 Identify the Organizational Business Outcome
10:30 – 10:45 NETWORKING COFFEE BREAK
10:45 – 12:00 Identify Activities Required to achieve Business Outcome
12:00 – 13:00 Identify Competencies required to achieve business outcome
13:00 – 14:00 POWER LUNCH & SOLAT ZOHOR
14:00 – 15:00 Identify the learning needs of the Organization
15:00 – 16:00 Identify the Learning Gaps and Needs for the team members
16:00 – 17:00 Develop a Professional Development Plan for each learning needs
17:00 – 17:30 Develop Learning Metrics
17:30 Workshop Ends

33. 34
Task Analysis
Lakukan Task Analysis
untuk pasukan / unit anda.
Kongsi kepada rakan kelas.

34. Let’s Do An
Consider the learning needs of your team…
1. Knowledge, Skills and Mindset is required
2. Reflect this with the activities, and tasks they
have to do
3. Share this experience with the people at your
table

35. Learning Needs
Based on the needs, map it against the Learning Areas
Development Capability
Functional
Capability
(1)
Personal
Effectiveness
(2)
Relating to
Others
(3)
Managing
Work
(4)
Business
Savvy
(5)
Leading
Others
36

36. 37

37. How do you fulfill your learning needs?
38
Attending
Training
10%
Learn
from
Others
20%Learn
from the
Job
70%
Step 1 (70%): Ask your boss if you
can participate in a project related
to your learning needs.
Step 2 (20%): If no project or tasks
is available, look for someone in
the organization to help you.
Step 3 (10%): If all the above is
not available, then only attend a
course.

38. 39

39. 40

40. Let’s Do An
What BIRD are you…???
1. On your own, complete the questionnaire
2. You have 5 minutes to do this.
3. Do not tell anybody what bird you are.
4. TOP SECRET
5. BUT… You need to observe what type of a
BIRD other people are.

42. Let’s Do An
What is your Learning Style???
1. On your own, complete the questionnaire
2. You have 5 minutes to do this.
3. Do not tell anybody what style you are.
4. TOP SECRET
5. BUT… You need to observe what is other
people’s learning style.

44. 70%
20%
10%
Learn & develop
through LEARNING
TRANSFER TO THE
WORKPLACE via
ACTION BASED
PROJECTS
Learn & develop through
FEEDBACK, COACHING
AND MENTORING
Learn & develop
through FORMAL
LEARNING OF
CONTACT HOURS
Learning Design Approach
INVOLVING SUPERVISORS, COACHES, MENTORS AND SENIOR MANAGEMENT

45. Professional Development Plan - SAMPLE
Learning Areas (1)
Your
Ability
(2)
Importance
on the Job
Diff (+/-)
(1) – (2)
Learning
Intervention
Deadline
Discipline Expertise 3 5 -2
On-The-Job / From Others
/ Course / Not Required
Personal Effectiveness 5 4 +1
On-The-Job / From Others
/ Course / Not Required
Relating to Others 3 5 -1
On-The-Job / From Others
/ Course/ Not Required
Managing Work 2 4 -2
On-The-Job / From Others
/ Course / Not Required
Business Savvy 2 2 0
On-The-Job / From Others
/ Course / Not Required
Leading Others 2 3 -1
On-The-Job / From Others
/ Course / Not Required
46

46. 47

47. Good Learning Occurs…
Effective
Delivery
Contextual
Relevancy
Content
Validity

48. Learning Transfer
Maximize
learning
during the
program
Maximize
the
application
of the
learning to
the
workplace

49. End of Workshop
And
Thank You